Conflict can stop productivity n Healthy disagreement fosters creativity and can contribute to good problem-solving. n But negative relations stall progress. n Trust and project success go together.

Team Members Go the Same Direction n All must buy-in and support team goals n No place for individual agendas or “lone wolf” behavior n Regular, positive and open communication is a necessity.

Some Thing to Think About n How do you know what to do? n Goals that challenge n What do we do if we disagree? n How do we decide stuff? n Why do we have teams anyways?

Recognizing the Need for Teams n Project management teams eliminate the need for a direct reporting structure n Management teams n Cross-functional teams n Self-directed work teams n Project teams p.91

Identifying Elements of Successful Teams n Knowledge n Skills n Attitude n Intimacy n Supportive Organizational Climate

Knowledge n What the goal is n What his or her role in the completion of that goal is n How internal or external constraints affect the process –E.g. Mergers, budgets, personnel, process and policies

Skills n Project task related skills n Interpersonal relationship skills n Group harmonizing skills

Attitude n The goal of the team is the best interest of the company n The project is indeed doable with skills and material available n Each team member needs and respects every other team member’s ability to contribute.

Intimacy n Personal connections, in addition to the professional relationship

Supportive Organization Climate n Remove barriers –Inadequate release time –Territorial behavior –Lack of funding for training and support systems –Lack of guidance or upper management direction n Be aware of the achievements of the team and celebrate them n Facilitate discussion/communication across the team n Make right critical decisions

Constructing the Team n Steps in constructing the team: p.99 –Carefully analyze the task and determine both the skill set and work styles required for a complementary and synergistic mix. –Indoctrinate each team member in the vision and goals of the team as well as the expected contribution of each. –Provide the necessary skill training and process tools –Guide the team through initial formation stages including rules and operating guidelines development as well as role and task definition for each member. –Monitor progress to ensure continued team cohesiveness and movement towards goals. –Note and celebrate with the team success along the way. –At the time of dissolution (project end), help team members transition of the old team relationships and into new ones.

Te Stage of Team Constrution n Level A – The Design n Level B – The Function n Level C – The Natural Disaster n Level D – The Fabrication n Level E – The Inspection and Sign-Off

Level A: The Design - Who are you and why are we here? n Introduce team members and define roles n Express confidence in memebers’ ability to contribute. n Outline Vision

Level B: The Foundation -Let’s get Organized. n Facilitate team development of operation rules and guidelines n Guide goal-setting role-defining activity. n Provide team skills training.

Level C: Natural Disaster -I don’t like you or this project n Mediate and reinforce conflict resolution skills. n Model and foster constructive problem solving approach. n Persist to resolution and relationship restoration.

Level D: The Fabrication - We’re really producing! n Celebrate success. n Monitor progress. n Beware of “happy campers”.

Level E: Inspection and Sign-Off -Are we finished? What do we do now? n Define clusure. n Allow “mourning” period n Facilitate transition to new project team.